The organizational structures that form an institution, its processes, and policies shape its corporate structure frame. Specific operations of the institution, like its working schemes, services, and staffing, are entirely influenced by the pattern of the institution’s framework. However, due to unclear responsibilities of the employees, working relationships between the staff members, their undefined specialized roles, and weak goals set by the organization itself. Also, the institutions’ hierarchical matrix structure lacks proper definition and reasonable restrictions and limitations.
The Bolman and Deal Theory say that structural managers need to clarify the institutional goals to change the institution’s structural element. They need to sketch out a responsibility chart for the division of labor and define the specialized roles to eliminate conflict, ambiguity, and uncertainty. A structure matching their environment and their line of authority needs to be elucidated so that the hierarchical matrix structure can be outlined. The organization needs to define its line of action so that the different specialized roles of the organization can be adequately coordinated with the organization’s working. Only when all the members of an organization are ready to accept the changes made can they be implemented since everyone is a part of the decisions made in an organization. (Bolman, 2008)
An institution’s organizational culture can be described as its particular personality, which comprises the artifacts, norms, beliefs, attitudes, experiences, assumptions, and values its members share, how they communicate and act with one another and others outside the institutions. The organizational culture specifies what it is and is thus different from corporate culture. Although it cannot be clearly explained, its existence is known. The employees’ strengths, weaknesses, experiences, working practices, languages, and education form an institution’s culture. The decisions made in an organization are the responsibilities of its founders, executives, and staff members, who also influence its culture. Personally, working with this method for MKL Furniture helps compare the organization’s primary goal with the traits of its employees. After doing this, the employees became more comfortable working in the institution. (Cameron, 2004)
When the fundamental needs of the employees, like safety measures, are not fulfilled, cultural problems about management principles arise. The staff cannot make their own decisions since they have limited power and authority, and the management cannot control situations during conflicts. Employees must be prepared in conflict management to improve their communication skills, and competition is eliminated. Also, it is the responsibility of the human resource manager, HRM, to take care of the central staff members valuable to the institution and attend to their desires. This not only makes them committed but also keeps their loyalty intact. The HRM should affectionately communicate with the employees and have an open mind towards them. To allow the employees to participate in the organization’s various functions enthusiastically, necessary resources must be given to them to work accurately. To lessen conflicts and diversity issues among the employees, the organization needs to provide them with enough resources. Also, the organization must improve the safety and job security of the employees so that a declination in their self-confidence does not take place. (Nilsson, 2008)
References
Bolman, LG. (2008). Reframing Organizations: Artistry, Choice, and Leadership. London: John Wiley and Sons
Cameron, E. (2004) Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change. NY: Kogan Page Publishers.
Nilsson, A. (2008). Breaking hierarchies. MI: Uppsala University, Department of Business Studies.